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Board of Directors Candidates

2019 Board of Directors Candidates

Michael J. Baker, MD, FACEP

Written Questions Candidate Data Sheet Disclosure Statement Endorsement Campaign Message Campaign Flyer

Jeffrey M. Goodloe, MD, FACEP


Rachelle A. Greenman, MD, FACEP


Gabor D. Kelen, MD, FACEP


Pamela A. Ross, MD, FACEP


Gillian R. Schmitz, MD, FACEP


Ryan A. Stanton, MD, FACEP


Thomas J. Sugarman, MD, FACEP


2019 BOARD OF DIRECTORS CANDIDATE WRITTEN QUESTIONS


Question #1: Should the evaluation of a potential Board candidate include their suitability to serve as a future ACEP president? The President of ACEP leads the College and serves as the public face of ACEP, but it is the ability of the President to inspire others, to empower upcoming leaders, to communicate effectively, and to demonstrate a passion for emergency medicine that propels ACEP forward. While considering the suitability of Board candidates to serve as President, we must also remember that ensuring the future of Emergency Medicine requires expert navigation through shifting obstacles and issues. Therefore, the pool of potential future candidates for ACEP president must be diverse in knowledge, background, and skills so that we can choose a president best able to face expected challenges and react thoughtfully to unexpected ones. Any Board of Directors Candidate could become a future president of ACEP, and ACEP councilors should consider a Board candidate’s potential to serve in the role of President during the election process.

In general, it takes 4-6 years for an ACEP Board member to refine the skills and assemble the knowledge needed to become a great candidate for ACEP president. By investing that time into a versatile Board, we will not only ensure an adequate talent pool from which to select a future President, but also provide a framework for the maturation of that President. Board members must learn from each other as they manage the business of the College, interact with other organizations and specialties, and advocate for the declared positions of the College. Board members must also work together to refine their ability to efficiently manage and delegate the enormous volume of issues that come before it. Serving on the Board provides the opportunity to impart a deep understanding of issues of critical importance to the future of emergency medicine such as fair reimbursement, EMS, workforce, inclusiveness, patient boarding, workplace violence, and new technologies. Therefore, in addition to a candidate’s suitability for the Board, councilors should also consider which potential skills will need to be added or replaced in the upcoming years.

A successful Board candidate needs to be a potential future President. A successful Board candidate must be an experienced leader whose participation on the Board makes the College, Board, and President stronger and more resilient. Finally, a successful Board candidate strives to make good use of the close relationships, knowledge, and skills among elected Board members to fully develop many potential candidates for ACEP president.

Question #2: Given the diverse viewpoints of ACEP members, how will you ensure that all voices within emergency medicine can be represented? ACEP has always faced the challenge of ensuring all voices in emergency medicine are well represented. Finding gaps in our representation so that ACEP can be the organization representing all emergency physicians is challenging. However, with experienced leadership, we can meet this challenge.

We must continually seek out missing or underrepresented voices within ACEP by engaging with members, committees, and sections. As a member of the Leadership Diversity Task Force and the Diversity and Inclusion Task Force, I learned to identify roadblocks for ACEP members that needed to be dismantled within our organization. I will continue to do so if elected to the Board of Directors. Along with other task force members, we focused on removing barriers to leadership that might limit participation by some members. We must deliberately recruit influential voices to represent our specialty. According to AAMC Diversity Engagement Surveys, we still have room to improve the diversity of applicants to medical schools and emergency medicine residencies. At the first Diversity, Inclusion, and Health Equity Section meeting, I learned of emergency medicine residents that went into urban high schools to empower young students by teaching CPR and first aid. By encouraging pipeline programs such as this and the new ACEP Until Help Arrives educational program, we could connect emergency medicine with many more young students and inspire some of them to seek out our specialty as a potential career choice. Additionally, I would like to see more state chapters create medical student forums or interest groups to enhance their exposure to emergency medicine and mentorship opportunities before applying for residency applications.

Besides ensuring a diverse ACEP membership, each ACEP Board member must also be capable of representing a variety of practice environments. Through my involvement with the ACEP Council, National Chapter Relations Committee (NCRC), telemedicine, and mentoring of upcoming leaders, I have strived to learn about the challenges of many different practice environments. These environments include small emergency group practices, nationwide emergency groups, urban sites, rural sites, practices within low population states, and those within high population states. Through the NCRC, I reached out to chapter leaders to identify how ACEP could support them better and understand the need to advocate for improved ACEP resources to support ACEP chapters of all sizes. As a Board member, I will continue to seek out others that can help define the needs of a wide range of practice opportunities. ACEP is often referred to as the “Big Tent” of Emergency medicine, and the only way to retain that title is to make a conscious effort to look for gaps in our representation and take steps to close them.

Question #3: What do you believe is the single most divisive issue in ACEP at this time and how would you address it?

What is the value of emergency board certification when physicians without emergency medicine (EM) certification and advanced practice providers (APPs) care for emergency patients? In the 1990s, the closure of the practice track to EM board certification created a schism within emergency medicine between boarded and non-boarded emergency physicians. Meanwhile, ACEP promoted the value of EM board certification. Today, the notable use of advanced practice providers (APPs) and non-emergency boarded physicians has re-opened the divisive debate on whether emergency board certification is required to independently care for emergency center patients.

A provider who is not boarded in emergency medicine has neither standardized education nor a certification process in the care of emergency patients, yet we are seeing these providers take an independent role in caring for emergency patients. Emergency patients in the US are seen by a mix of both emergency physicians and non-emergency providers. An Annals of Emergency Medicine 2018 study revealed that emergency physicians provide two-thirds of the care delivered in the emergency center. Meanwhile, the remaining 33% of care was delivered by non-emergency physicians (family medicine and internal medicine) and by APPs.

It doesn’t need to be this way. No other medical provider has the mastery of boarded emergency physicians in the evaluation, diagnosis, and management of acute care issues. ACEP has remained steadfast in its statement that the independent practice of emergency medicine is best performed by a boarded (or board eligible) emergency physician. Formal residency training and board certification have both been researched and improved over the decades. As a result, emergency medicine residencies and board certification remain integral to ensuring the quality of emergency care delivery. Never-the-less, physician shortages and market pressures have encouraged the use of other care providers in many emergency centers.

To prevent this divisive issue from growing into a schism, ACEP will need insightful leadership to navigate three significant areas. We must narrow the need for providers who are not boarded EM physicians, develop a collaborative environment with such providers, and explore the efficiencies of telemedicine. We can ensure a large, diverse emergency physician workforce by advocating for funding of additional residency training opportunities (especially in underserved areas), supporting board certification improvements, and fighting the causes of burnout that lead to early retirements such as burdensome documentation and the public undervaluing of emergency services by payors. Second, ACEP needs to review its existing practice policy statements and work with key organizations to ensure policies and practice models that support an evidence-based collaborative care environment with APPs, including training and certification recommendations. Lastly, ACEP needs to explore the potential for new technologies such as telemedicine and digital health to help emergency physicians efficiently collaborate in the care of an increasingly complex emergency patient population by maximizing the ability to digitally connect emergency patients, APPs, and non-EM physicians with EM boarded physicians.

With insightful ACEP leadership on this divisive issue, we will achieve the ideal of anything, anytime, anyone emergency care provided by a board-certified emergency physician for all emergency patients.

CANDIDATE DATA SHEET


Contact Information

3680 Creekside Dr Ann Arbor, MI 48105 Phone: 732-657-7072 (cell) E-Mail: [email protected]

Current and Past Professional Position(s)

• Director of Telehealth, EPMG/Envision (2014-present) • Medical Director, Munson Healthcare Cadillac (2019-present) • Clinical Assistant Professor, Michigan State University College of Osteopathic Medicine (2018-present) • ED Informatics Representative, Clinical Excellence Committee, Trinity-Health (2018-present) • Chief Executive Officer, CAREnQ Telemedicine Solutions LLP (2015-2018) • Member, Telemedicine Clinical Quality Committee, St. Joseph Mercy Hospital (2015-present) • Chairperson, Emergency Department Information Technology Committee, Trinity-Health (2012-present) • Medical Director, St. Joseph Mercy Hospital Saline, Maple, Canton (2010-2018) • Director, Quality Improvement, Saline Hospital (2007-2010) • Cerner Physician Liaison, St. Joseph Mercy Hospital (2007-present) • Adjunct Clinical Instructor, University of Michigan College of Medicine (2003-present) • Director, Program in Ultrasonography, St. Joseph Mercy Hospital (2002-2015) • Chairperson, CME Committee, St. Joseph Mercy Hospital (2002-2010) • Core Faculty, University of Michigan/St. Joseph Mercy Hospital Emergency Medicine Residency (1998-

present) • Attending Physician, Saline Hospital Emergency (1998-2015) • Attending Physician, St. Joseph Mercy Hospital, Ann Arbor, MI (1996- present) • Attending Physician, Providence Hospital Emergency, Southfield, MI (1996-1998) • Representative, House Officers Association, University of Michigan (1995-1996)

Education (include internships and residency information)

• University of Michigan, Ann Arbor, MI; BS received 1989 • Ohio State University, Columbus, OH; MD received 1993 • University of Michigan, Ann Arbor, MI; Residency in Emergency Medicine completed 1996

Specialty Board Certifications(e.g., ABEM, AOBEM, AAP, etc.)

• American Board of Emergency Medicine (ABEM) – Continuously certified since initial certification in 1997

Professional Societies

• American College of Emergency Physicians (FACEP) • Michigan College of Emergency Physicians • American Medical Association • American Telemedicine Association

• American Institute of Ultrasound in Medicine • Michigan State Medical Society • Greater Detroit Area Health Council

National ACEP Activities – List your most significant accomplishments

Diversity and Inclusion Task Force (2015-2018) • As subcommittee chair, lead team in researching and recommending the dissemination of diversity

and inclusion activities in EM that educates about bias and promotes cultural competence including recommendations for

o Implicit Bias Training every 3 years for ACEP Board (2017 BOD session) o Creation of an ACEP Diversity & Inclusion Section with Board liaison (Diversity, Inclusion,

and Health Equity Section) o Creation of diversity and inclusion section grant or chapter grant o Addition of demographic data to future ACEP membership surveys

• Identified and submitted articles to ABEM on diversity and inclusion for future LLSA activities Diversity Leadership Task Force (2016-2018)

• Identified barriers to diversity in leadership and actively implemented enduring solutions including council resolutions, formal recognition of the Leadership Development Advisory Group, election campaign rules, and annual award recommendations

National Chapter Relations (2013-present) • Actively participated in the submission, review, and approval of chapter grants • As subcommittee chair, identified and implemented leadership development opportunities including

o Chapter forum topics o LAC leadership day topics o Sharing of state chapter leadership resources o Update Chapter Leadership resource web page

Council Steering (2018-19) • Successfully served as subcommittee chair for the Annual Meeting Subcommittee

o Planned annual council meeting o Reviewed ACEPs progress on past council resolutions

Telemedicine Section (2013-present) • Authored multiple sections of section grant project examining quality measures in emergency

telemedicine. • Represented ACEP at the 2019 TelEmergency summit, New Orleans, LA. • Connected past Ultrasound Section chair with Telemedicine section chair to aid in strategic planning

due to similarities with implantation of new technologies

ACEP Chapter Activities – List your most significant accomplishments

Awards • Ronald R Krome, MD Meritorious Service Award (2016) – “The recipient’s personal leadership

attributes will include one, but not limited to one of the following examples: Inspirational, Innovative, Diplomatic, Planner, Organizer, Manager/Administrator, Arbitrator, Consensus Maker, and Decision Maker”

• Chapter Service Award (2004) President & Board of Directors/Executive Committee (2004-2010, 2012-2015)

• Successfully led a team to fight off a “three strikes rule” in Michigan by facilitating MCEP’s participation in a year-long, legislature-appointed expert panel on high-utilizers and a consensus report to the state legislature.

• Created strategic planning process for committee chairs, Fostered new leader development through committee structure improvements.

• Guided college through loss of key staff member which resulted in a temporary limitation of resources.

Education chair (2009-2013) • Guided multiple conference directors in creating multiple CME conferences in a variety of locations • Streamlined CME development and application process • Rebuilt annual conference from low of 40 participants to over 100 registrants • Implemented process for reviewing and improving the sustainability of conferences

Newsletter Editor (1998-2005) • Redesigned publication, added case studies to allow young physicians to have interesting cases

published, added on-line publishing Technology Task Force (2000-2005)

• Created and maintained original web site and e-mail addresses for MCEP • Lead recommendations for purchase of member management system

Practice Profile

Total hours devoted to emergency medicine practice per year: 2080+ Total Hours/Year Individual % breakdown the following areas of practice. Total = 100%.

Direct Patient Care 30 % Research 0 % Teaching 10 % Administration 60 %

Other: Administration includes Dir. of Telehealth, Site Medical Director, and Informatics -- %

Describe current emergency medicine practice. (e.g. type of employment, type of facility, single or multi-hospital group, etc.)

I have practiced for 23 years in a variety of clinical setting from small, rural locations to high volume, urban emergency centers, all with the same emergency physician group. Currently, I am employed with a nationwide, privately-held contract management group in both clinical and leadership/administrative roles. I see patients at two main sites, an 80K ED (Level 1 trauma center, part of a large, national, multi-hospital health system) and a 100K ED (Level 1 trauma center, part of an academic university) with occasional shifts at a 35K hospital-owned urgent care center.

Expert Witness Experience If you have served as a paid expert witness in a medical liability or malpractice case in the last ten years, provide the approximate number of plaintiff and defense cases in which you have provided expert witness testimony.

Defense Expert 0 Cases Plaintiff Expert 0 Cases

CANDIDATE DISCLOSURE STATEMENT


1. Employment – List current employers with addresses, position held and type of organization.

Employer: EPMG – An Envision Physician Services Company

Address: 2000 Green Rd

Ann Arbor, MI 48105

Position Held: Director of Telehealth and Managing Partner

Type of Organization: None

2. Board of Directors Positions Held – List all organizations and addresses for which you have served as a board member – including ACEP chapter Board of Directors. Include type of organization and duration of term on the board.

Organization: Michigan College of Emergency Physicians

Address: 6647 W. St. Joseph Highway

Lansing, MI 48917

Type of Organization: ACEP State Chapter

Duration on the Board: 13 years

Organization: CAREnQ Telemedicine Solutions, LLP

Address: 2000 Green Rd

Ann Arbor, MI 48105

Type of Organization: Telemedicine LLP

Duration on the Board: 4 years (ended 2018)

I hereby state that I or members of my immediate family have the following affiliations and/or interests that might possibly contribute to a conflict of interest. Full disclosure of doubtful situations is provided to permit an impartial and objective determination.

NONE If YES, Please Describe:

3. Describe any outside relationships that you hold with regard to any person or entity from which ACEP obtains

goods and services, or which provides services that compete with ACEP where such relationship involves: a) holding a position of responsibility; b) a an equity interest (other than a less than 1% interest in a publicly traded company); or c) any gifts, favors, gratuities, lodging, dining, or entertainment valued at more than $100.


Candidate Disclosure Statement Page 2 4. Describe any financial interests or positions of responsibility in entities providing goods or services in support of

the practice of emergency medicine (e.g., physician practice management company, billing company, physician placement company, book publisher, medical supply company, malpractice insurance company), other than owning less than a 1% interest in a publicly traded company.


5. Describe any other interest that may create a conflict with the fiduciary duty to the membership of ACEP or that

may create the appearance of a conflict of interest.


6. Do you believe that any of your positions, ownership interests, or activities, whether listed above or otherwise,

would constitute a conflict of interest with ACEP?

NO If YES, Please Describe:

I certify that the above is true and accurate to the best of my knowledge: Michael J Baker, MD, FACEP Date May 23, 2019

6647 West St. Joseph Highway ♦ Lansing, Michigan 48917 ♦ 517-327-5700 ♦ FAX 517-327-7530 ♦ [email protected]

A Chapter of the

American College of

Emergency Physicians

OFFICERS

PRESIDENT

Rami Khoury, MD, FACEP

PRESIDENT-ELECT

Warren Lanphear, MD, FACEP

TREASURER

Nicholas Dyc, MD, FACEP

SECRETARY

Gregory Gafni-Pappas, DO, FACEP

PAST PRESIDENT

Jacob Manteuffel, MD, FACEP

BOARD OF DIRECTORS

Sara Chakel, MD, FACEP

Brent Felton, DO, FACEP

Michael Fill, DO, FACEP

Michael Gratson, MD, FACEP

Therese Mead, DO, FACEP

Emily Mills, MD, FACEP

Diana Nordlund, DO, JD, FACEP

Jennifer Stevenson, DO, FACEP

Hisham Valiuddin, DO

EXECUTIVE DIRECTOR

Belinda Chandler, CAE

ASSOCIATE EXEC. DIRECTOR

Christy Snitgen

www.mcep.org

46th Michigan EM Assembly

July 28 – 31, 2019

Grand Hotel Mackinac Island, MI

Dear Fellow Councillors: It is with great pleasure that the Michigan College of Emergency Physicians and the Diversity, Inclusion and Health Equity Section endorse Michael Baker, MD, FACEP for a position on the ACEP Board of Directors. Mike served with distinction as a member of MCEP’s Board of Directors for twelve years. He was President of our Chapter from 2013-14, at which time he brought the College through an internal crisis. He successfully fought off an attempt to bring the “three strikes rule” to Michigan and brought national leaders into the conversation with the Michigan Department of Community Health to create a report to the legislature listing the reasons for high utilization of the emergency center by select populations. He has been a strong supporter of the MCEP Leadership and Development program and education programs. He continues his involvement as a valuable member of the College, remaining active on our Education Committee. In addition to his work at the state level, Mike has been a tremendous asset to national ACEP. He has been active in ACEP leadership, Chapter support, as well as the ACEP Council, where he has served as a Councillor for nine years. He was appointed to help lead diversity and inclusion efforts through participation on both the ACEP Diversity and Inclusion Task Force and the ACEP Leadership Diversity Task Force. As a member of these task forces, he helped create council resolutions, enhanced the council campaign rules, supported the founding of the ACEP Diversity, Inclusion and Health Equity Section, and supported the development of an online implicit bias training activity. He also served on the diversity panel presented at LAC. As a member of the National Chapter Relations Committee, he has been supporting chapter needs and identifying topics, speakers, and format recommendations for LAC lectures and Chapter leadership sessions. At the ACEP Council, he has actively served on reference committees, the Tellers Committee, and the Council Steering Committee, which has allowed him to cultivate successful relationships with current and past leaders. With each endeavor, Dr. Baker has built upon and proven his ability to lead by his determination and dedication to strengthening the future of ACEP. In addition to these activities, he is a full-time active clinician and engaged academically at the University of Michigan/St. Joseph Mercy Hospital residency program. Furthermore, Dr. Baker, as the Director of Telehealth for his medical group, continues to look ahead to the future of emergency medicine and explore how technology can assist the specialty in reaching new heights. I would respectfully ask that you join our Chapter and the Diversity, Inclusion and Health Equity Section in support of the election of Michael Baker, MD, FACEP, to the Board of Directors of the American College of Emergency Physicians. Regards,

Rami Khoury, MD, FACEP Andrea Green, MD, FACEP President, MCEP Chair, Diversity, Inclusion and Health Equity Section

http://www.mcep.org/http://www.mcep.org/

Michael J. Baker, MD, FACEP Dear Councillors,

Organizations are not static, but they change and go through phases – birth, growth, and renewal. ACEP was born in 1968 out of the necessity to support and improve emergency care throughout the country. It grew in both size and scope for decades. ACEP renewed itself with each new milestone that challenged the practice of emergency medicine. These included EM specialty recognition, board certification, EM Residencies, EMTALA, bedside ultrasound, CEDR, and much more. Today, new milestones place ACEP at yet another crossroads for renewal, which will require leadership that is innovative, focused, and diverse.

Emergency medicine physicians and the patients we serve face many high-profile challenges that affect the foundations of emergency medicine, including issues of reimbursement, workforce, and care delivery. The price-setting legislation proposed by recent attempts to fix the surprise billing issue is a significant assault on the sustainable practice of emergency medicine. Without ACEPs efforts to include reasonable concessions, such as independent binding arbitration, pending legislation would have placed patients at risk and produced drastic economic concerns for physicians. Meanwhile, many emergency centers, including rural and critical access sites, are struggling with financial viability and workforce needs. ACEP needs to develop resources for these at-risk sites to ensure access to ABEM board-certified staffing, ongoing education, and new skills training. Additionally, the growing reliance on advanced practice providers in the ED necessitates the development of recommendations for physician collaboration so that boarded emergency physicians remain the independent practitioner of choice. The shift to population health is rapidly driving innovations in telemedicine to deliver emergency care at a distance (TelEmergency), care coordination to better connect patients with growing outpatient resources including remote monitoring, and new advanced payment models. The Acute Unscheduled Care Model (AUCM) is gaining traction thanks to the efforts of many within ACEP. CMS is even looking at how patients arrive at the emergency center through the Center for Medicare and Medicaid Innovations Emergency Triage, Treat, and Transfer (ET3) model for EMS systems.

As a member of the ACEP Board of Directors, I will provide a unique perspective and skillset required to take on these and other milestones for ACEP members. I will ensure that that the College delivers value to its members by preparing for future challenges while providing support for today’s needs. I have demonstrated my abilities within ACEP and other institutions. As a member of the Leadership Diversity Task Force and the Diversity and Inclusion Task Force, I learned to identify and dismantle roadblocks for ACEP members that limit participation or advancement. With my work leading the National Chapter Relations Committee objectives, we began addressing the needs of chapters, including those of small and medium chapters in training future leaders. As a health system leader, I’ve successfully attained hard-to-reach goals of large health system committees, including optimizing information technology and improving care quality through standardization.

ACEP leadership must be prepared to grow and renew the organization while ensuring the resources tools and support needed to provide care in an equitable, diverse, safe, and supportive environment.

Michael J Baker, MD, FACEP

Board of Directors Candidate

• ACEP Council Steering• Subcommittee Chair – National Chapter Relations• Telemedicine Section• Diversity and inclusion Task Force• Leadership Diversity Task Force• Councilor – Michigan Chapter for 9 Years

• Past-President – Michigan Chapter• ABEM Diplomat, Clinician, Medical Director, Telemedicine Director, Informatics Lead

• Core Faculty in Emergency Medicine Program

Candidate for ACEP Board of Directors

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As a member of the Board of Directors, I will dedicate my leadership and innovation skills to enhancing the value of the College

deliver

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significant challenges facing practicing emergency physicians. It is imperative that the College

resources, tools, and support necessary to enable our members to provide access to care for all those who seek it, while allowing

our practice in a fair, equitable, safe,

The Michigan College Physicians and

The Diversity, Inclusion, and Health Equity Section

of Emergency

• American College of Emergency Physicians (FACEP)

• Michigan College of Emergency Physicians

• American Medical Association

• American Telemedicine Association

• American Institute of Ultrasound in Medicine

• Michigan State Medical Society

• Greater Detroit Area Health Council



Question #1: Should the evaluation of a potential Board candidate include their suitability to serve as a future ACEP president? No. Candidates for the ACEP Board of Directors must be elected on their willingness and ability to humbly do the work, present and future, that best serves ACEP members and their patients. We should be suspect of candidates that already identify an intent to become a future ACEP President. Such early intent reflects focus on self, rather than on others. Any officer position on the ACEP Board of Directors represents an opportunity to provide additional service unique to that role. An officer position, including ACEP President, should not be the “destination” of ambition. Ardent service must always be the foremost goal. In the process of serving through teamwork on the ACEP Board of Directors, an individual director may in time identify desire to commit to an officer position. Then, and only then, it is appropriate for one’s colleagues on the Board to discern that individual’s skill set and potential value as Secretary/Treasurer, Vice President, or Chairman of the Board. Subsequently, and consistent with its vital role, the Council determines which Board member is best suited to serve as ACEP President.

Question #2: Given the diverse viewpoints of ACEP members, how will you ensure that all voices within emergency medicine can be represented? Current diversity in viewpoints among ACEP members is unparalleled in the history of the College. Representing emergency physicians translates specifically to advocating for emergency physicians. Effective advocacy for emergency physicians is built upon understanding, tolerance, and respect for each of us. I’m now 21 years post emergency medicine residency. Throughout my journey of growth as an emergency physician, I’ve been taught by generalists, other specialists, non-EM residency trained/EM boarded faculty and EM residency trained/EM boarded faculty. These mentors, teachers, and colleagues are of varying genders, ethnicities, religious beliefs, and as diverse in interests as imaginable. I’ve learned valuable medical and life lessons from them all. I’ve worked in multiple practice settings from a rural/small suburban community hospital, with its 16 bed ED to an inner-city tertiary referral hospital with an annual ED census soaring past 100,000 patients. I’ve also worked at larger suburban and even urban hospitals that many assumed were “nice little places to practice emergency medicine” where my partners and I each routinely saw 4-5 patients/hour throughout 10+ hour shifts, many with patient acuities requiring invasive airway management, central lines pre-routine ultrasound guidance, and trauma/STEMI/stroke/sepsis teams all comprised of one emergency physician, 2 nurses (if we were lucky), and 1 respiratory therapist (maybe). For the past several years, I’ve been fortunate to share the benefits of these experiences, teaching fellows, residents, and medical students in the base hospital for an EM residency, while still learning emergency medicine advances daily, and conducting research in a historically medically underserved state. Also, as an emergency physician, I’ve built upon my love for pre-hospital care I discovered as a paramedic in college and medical school. I’ve served in EMS for 31 years, 23 of those as a medical oversight physician, currently the clinical leader for over 4,000 credentialled professionals in the metropolitan Oklahoma City and Tulsa areas. I also find professional fulfillment in serving in special events medical planning and on-site coverage, including many NASCAR and IndyCar events as well as law enforcement tactical missions. Each of these roles – bedside clinician, teacher, researcher, EMS medical oversight leader, special mission clinician - has at its core being an emergency physician. Throughout it all, I have been active in advocacy and service in state and national ACEP.

If you identify yourself with any of the above, I can effectively help represent you. If you don’t, I’m sincerely willing to listen to you so I can better understand and inculcate your perspectives. If we differ in viewpoint, it is my opportunity to learn your understanding and beliefs about the issue. I will always have a deep respect for your beliefs and will want to understand how you formed them. Further, in representing the College, I will be faithful to representing members’ views, even when they differ from my own. Where consensus exists, I will represent it. Where disparate views are tangible, I will reflect that spectrum, both in internal communications and external advocacy. Do we all have continual challenges? Yes. Can we find the answers together? Yes. Between our dates of birth and death, we all have a dash. Emergency physicians make positive differences with those dashes. Part of my positive difference is a sincere desire to represent and serve you as a member of the ACEP Board of Directors.

Question #3: What do you believe is the single most divisive issue in ACEP at this time and how would you address it?

I am concerned about the potential threat to civility and decorum within our College given we are increasingly exposed to ad hominem thoughts, commentary, and actions occurring in our larger society. Divisiveness itself may become the single most divisive dynamic within ACEP. We may not achieve, or even need, a formal policy on every issue that catches our attention. The manner with which we responsibly navigate our deliberations, respecting one another, being inclusive in more than words, sincerely valuing one another…the future of our College depends upon us doing so.

Firearms injuries. Gun violence. Responsible gun ownership. These phrases bring immediate emotions palpably disparate within society, which are reflected within our College. Disparity can, and often does, foster divisiveness. A trusted colleague advised, “You’ll be okay in your Board candidacy as long as you stay away from firearms.” Just two weeks later, I was asked a pointed question regarding gun violence. My approach to addressing this and other divisive issues as a candidate for your Board of Directors is clear. I cannot and will not avoid issues that so critically affect our patients and practices, particularly those that engender strong opinions from our members.

As one ACEP member, I certainly am not going to resolve such a complex issue with a few words. Surely, as emergency physicians, we can work to a point of consensus, with due concern about gun-related violence while advocating for evidence-based injury prevention, based upon scientifically valid research. As an elected ACEP Board member, I will actively engage in consensus-building on this and other polarizing issues affecting our patients, all of us, and society as a whole.

First, for ACEP to pursue formal policy on any issue, the issue must impact the health of our patients or be of legitimate interest to the practice of emergency medicine and emergency physicians. Regardless of facility size or one’s practice setting, most emergency physicians manage preventable gunshot wounds. Clearly, violence involving firearms is an issue for us and our patients.

Second, ACEP must utilize non-biased data when constructing formal ACEP policy. Even casual consumers of media in any of its forms can be inundated with a dizzying volume of statistics regarding firearms – strongly pro, strongly con, and everywhere in between. ACEP leaders must use credible resources to parse related data carefully, exclude biased research, discard vitriolic rhetoric, confirm valid research, and advocate for research in unvetted areas of importance.

Third, ACEP must act transparently when developing formal policy. Lack of transparency begets lack of confidence begets loss of trust.

Using these tenets in drafting policy, the Board of Directors can then act responsibly in representing members.

Whether firearms injury prevention, gender-related pay and opportunities, contract management group impacts, board certification requirements, or any of the other myriad issues where opinions can vary widely, we must always remember we are all emergency physicians. We must genuinely respect one another, listening with an open mind, valuing the commitments each of us makes to our specialty and to humanity.



Contact Information

3720 E 99th PL, Tulsa, OK 74137 (Home) Phone: 918-704-3164 (Cell) E-Mail: [email protected] (Work); [email protected] (Personal/ACEP)


Attending Emergency Physician – Hillcrest Medical Center Emergency Center – Tulsa, OK Professor of Emergency Medicine; EMS Section Chief; Director, OK Center for Prehospital & Disaster Medicine University of Oklahoma School of Community Medicine – Tulsa, OK Chief Medical Officer, Medical Control Board, EMS System for Metropolitan Oklahoma City &Tulsa, OK

Medical Director, Oklahoma Highway Patrol Medical Director, Tulsa Community College EMS Education Programs Item Writer, EMS Examination & EMS LLSA, ABEM Past Positions Attending Emergency Physician – St. John Medical Center – Tulsa, OK Attending Emergency Physician – Saint Francis Hospital Trauma Emergency Center – Tulsa, OK Attending Emergency Physician – Medical Center of Plano – Plano, TX Medical Director, Plano Fire Department – Plano, TX Medical Director, Allen Fire Department – Allen, TX Education (include internships and residency information)

EMS Fellowship – University of Texas Southwestern Medical Center at Dallas (1998-99) Emergency Medicine Residency – Methodist Hospital of Indiana/Indiana Univ School of Medicine (1995-98) Indianapolis, IN The Medical School at University of Texas Health Science Center at San Antonio (1991-95) Baylor University – Waco, TX (1987-91)

MD - 1995 Specialty Board Certifications (e.g., ABEM, AOBEM, AAP, etc.)

ABEM Emergency Medicine Initial Certification 1999, Recertification 2009, All MOC components met for 2019 ABEM EMS Medicine Initial Certification 2013, All MOC components current


ACEP member since 1991 (medical student, resident, fellow, active, FACEP) OCEP (Oklahoma College of Emergency Physicians – State ACEP Chapter) NAEMSP (FAEMS) ACHE Prior memberships in Texas College of Emergency Physicians, Indiana ACEP Chapter, AMA, Oklahoma State Medical Association, Tulsa County Medical Society, SAEM

mailto:[email protected]:[email protected]:[email protected]:[email protected]


Member, Council Steering Committee, ACEP Council Chair, Reference Committee, ACEP Council Member, Reference Committee, ACEP Council Councillor, Oklahoma College of Emergency Physicians Councillor, EMRA Chair, EMS Committee Member, EMS Committee Member, Bylaws Committee Member, Internal & External Membership Committee Taskforces

ACEP Chapter Activities – List your most significant accomplishments

President, Oklahoma College of Emergency Physicians Vice-President, Oklahoma College of Emergency Physicians Councillor & Board Member, Oklahoma College of Emergency Physicians

Practice Profile

Total hours devoted to emergency medicine practice per year: 2750 Total Hours/Year Individual % breakdown the following areas of practice. Total = 100%.

Direct Patient Care 50 % Research 5 % Teaching 10 % Administration 35* %

Other: *predominantly EMS medical oversight %


I am employed full time by the University of Oklahoma School of Community Medicine. My roles include serving as medical school faculty as a professor of emergency medicine and clinically as an attending faculty physician in the Hillcrest Medical Center Emergency Center (Comprehensive Stroke Center, full-service cardiovascular institute site – including ECMO and VAD surgeries, Level III Trauma Center, regional burn center for geographical areas of four states, Level III NICU) supervising residents in Emergency Medicine, Internal Medicine, Family Medicine, OB/GYN, fellows in Pediatric Emergency Medicine, and medical students. The University of Oklahoma Department of Emergency Medicine faculty partially staffs four emergency departments in Tulsa and Oklahoma City, employing a university academic group/private group collaborative structure. I am staff credentialed at Hillcrest Medical Center in Tulsa, the base hospital for the EM residency, though I have been staff credentialed in prior years at two other teaching hospitals in Tulsa. I also serve as the Chief Medical Officer for the EMS System for Metropolitan Oklahoma City and Tulsa, clinically leading over 4,000 credentialled EMS professionals working in an ambulance service, fire departments, law enforcement agencies, industrial emergency response teams or emergency communications centers. I further serve as a tactical emergency physician and Medical Director for the Oklahoma Highway Patrol, responding on emergency tactical missions across the entire state. Additional practice roles include special events medical support planning for metropolitan Oklahoma City and Tulsa, motorsports medical support (on-site track physician) for NASCAR and IndyCar events in Ft. Worth, Texas, and as an educational program medical director for EMT and Paramedic education at Tulsa Community College. I also frequently lecture at national educational meetings, such as the NAEMSP Annual Meeting, EMS State of the Science – A Gathering of Eagles, EMS Today, and Emergency Cardiovascular Care Update.

Expert Witness Experience (I am interpreting such as courtroom testimony – JG) If you have served as a paid expert witness in a medical liability or malpractice case in the last ten years, provide the approximate number of plaintiff and defense cases in which you have provided expert witness testimony.

Defense Expert 1 Cases Plaintiff Expert 0 Cases




Employer: University of Oklahoma School of Community Medicine

Address: Department of Emergency Medicine, 1145 S Utica Ave, 6th Floor

Tulsa, OK 74104

Position Held: Professor; EMS Section Chief; Director – OK Ctr for Prehospital/Disaster Med

Type of Organization: Medical School 2. Board of Directors Positions Held – List organizations and addresses for which you have served as a board

member. Include type of organization and duration of term on the board.

Organization: Oklahoma College of Emergency Physicians

Address: No physical office address for OCEP – Executive Director is Gabe Graham

[email protected]

Type of Organization: State Chapter of ACEP

Duration on the Board: Since 2007 continuously and currently

Organization: Emergency Medical Services Authority

Address: 1111 Classen Blvd

Oklahoma City, OK 73103

Type of Organization: Public Utility Model Ambulance Service

Duration on the Board: Ex-officio as Medical Director since 2009 continuously and currently

Organization: Emergency Medicine Residents Association

Address: 4950 W. Royal Lane

Irving, TX 75063

Type of Organization: Professional medical association

Duration on the Board: 1995-1998

Candidate Disclosure Statement Page 2 I hereby state that I or members of my immediate family have the following affiliations and/or interests that might possibly contribute to a conflict of interest. Full disclosure of doubtful situations is provided to permit an impartial and objective determination.


3. Describe any outside relationships that you hold with regard to any person or entity from which ACEP obtains goods and services, or which provides services that compete with ACEP where such relationship involves: a) holding a position of responsibility; b) a an equity interest (other than a less than 1% interest in a publicly traded company); or c) any gifts, favors, gratuities, lodging, dining, or entertainment valued at more than $100.


4. Describe any financial interests or positions of responsibility in entities providing goods or services in support of the practice of emergency medicine (e.g., physician practice management company, billing company, physician placement company, book publisher, medical supply company, malpractice insurance company), other than owning less than a 1% interest in a publicly traded company.


5. Describe any other interest that may create a conflict with the fiduciary duty to the membership of ACEP or that may create the appearance of a conflict of interest.




NO If YES, Please Describe:

I certify that the above is true and accurate to the best of my knowledge: Jeffrey M. Goodloe, MD Date June 9, 2019

President Vice-President Treasurer Jeffrey M. Goodloe, MD, FACEP James Kennedye MD, MPH, FACEP Timothy Hill, MD, PhD, FACEP BOARD Miranda Phillips, DO, FACEP Dana Larson, MD, FACEP Craig Sanford, MD, FACEP Juan Nalagan, MD, FACEP Lance Watson, MD, FACEP Cecilia Guthrie, MD, FACEP Jeffrey Johnson, MD Carolyn Synovitz, MD, MPH, FACEP Executive Director Gabe Graham, CPA [email protected]

August 1, 2019 Re: Endorsement for Jeffrey M. Goodloe, MD, FACEP for the ACEP Board of Directors Dear Councillors On behalf of the Oklahoma College of Emergency Physicians, I write to enthusiastically endorse the current Oklahoma Chapter President, Dr. Jeffrey M. Goodloe, for the ACEP Board of Directors. Dr. Goodloe is already well known nationally within ACEP, starting prior to his EMRA presidency in the late 1990s. He is an active councillor, with service on the Council Steering Committee and Reference Committees, including chairing a 2012 Reference Committee. He is active in advocacy activities at the federal level, respected among Oklahoma’s US Representative and Senators. Dr. Goodloe is an active promoter of our specialty’s future through support of the Emergency Medicine Foundation and recruitment of ACEP members to join him in the Wiegenstein Legacy Society. He is a voice trusted by ACEP leaders, including multiple ACEP presidents, evidenced in part by a two-year term as Chair of the EMS Committee and appointments to the Bylaws Committee. Dr. Goodloe has effectively led the Oklahoma College of Emergency Physicians as a Board Member since 2007 and as President since 2016, helping lead a resurgence in activity and interest at our local level. Dr. Goodloe moved to Tulsa in the Summer of 2007 and was promptly elected to our Board of Directors as a councillor, in part due to his experience and expertise representing EMRA for several years on the ACEP Council and his activity within the Texas College of Emergency Physicians. Dr. Goodloe has represented us well throughout the years, helping our councillors understand the history behind many resolutions and the intricacies often involved when contemplating the full impact of resolutions on ACEP members. He is a consummate team player and leader--encouraging involvement of any OCEP member willing to serve and mentoring younger members. OCEP membership is growing in significant part due to Jeff Goodloe’s dynamic vision to make OCEP more effective, more tangible, and more fun! Dr. Goodloe leads our federal legislative action arm, yet remains very active with our state legislative priorities, including testimony at the Oklahoma State House. He formed a coalition of medical specialists, including emergency physicians, internists, stroke neurologists, and EMS professionals to oppose a problematically worded stroke care bill. This coalition was able to effectively work with the American Stroke Association and Oklahoma legislators to craft a bill that truly strengthens stroke care capabilities for Oklahomans, from first medical contact by EMTs and paramedics to Emergency Department care, carrying through to inpatient and rehabilitation therapies. Without Dr. Goodloe’s

President Vice-President Treasurer Jeffrey M. Goodloe, MD, FACEP James Kennedye MD, MPH, FACEP Timothy Hill, MD, PhD, FACEP BOARD Miranda Phillips, DO, FACEP Dana Larson, MD, FACEP Craig Sanford, MD, FACEP Juan Nalagan, MD, FACEP Lance Watson, MD, FACEP Cecilia Guthrie, MD, FACEP Jeffrey Johnson, MD Carolyn Synovitz, MD, MPH, FACEP Executive Director Gabe Graham, CPA [email protected]

timely actions and leadership, Oklahoma would not have the stroke legislative remedies our patients enjoy today. Dr. Goodloe most recently activated OCEP membership to stand ready to oppose a last-minute state legislative session bill that would have banned out-of-network/balance billing by Oklahoma’s emergency physicians. Based in part upon perceived strong opposition by emergency physicians and EMS professionals, Oklahoma’s Insurance Commissioner influenced the withdrawal of the bill. Dr. Goodloe is a wise steward of OCEP finances and consistently accomplishes proposed events and initiatives under budgetary targets. Simply put, OCEP enjoys—at the local level--the same committed, vibrant leadership that Dr. Goodloe brings to national ACEP. We are certain that Dr. Goodloe would verify the above, though reluctantly, given his modest, servant-oriented leadership style. You, and ACEP, will not find a more giving, humble leader with unquestionable integrity and ethics. In closing, OCEP respectfully and strongly encourages the ACEP Council to elect Jeffrey M. Goodloe, MD, FACEP to the ACEP Board of Directors. Kindest professional regards, James R. Kennedye, MD, MPH, FACEP Vice-President, Oklahoma College of Emergency Physicians

Jeffrey M. Goodloe, MD, FACEP Fellow councillors, colleagues, and friends, I am Jeffrey Goodloe. I’m honored and incredibly excited to be a candidate for the ACEP Board of Directors.

Many emergency physicians are disenchanted with government and healthcare industry leaders. This is decidedly not the time to lose momentum in what we believe best advances our beloved specialty. We and our patients deserve good leaders. Energized leaders. Enthusiastic leaders. Ethical leaders. Servant leaders. Strong leaders. Vocal leaders.

Current diversity in viewpoints among ACEP members is unparalleled in the history of the College. Representing emergency physicians translates specifically to advocating for emergency physicians. Effective advocacy for emergency physicians is built upon understanding, tolerance, and respect for each of us.

I’m now 21 years post emergency medicine residency. Throughout my journey of growth as an emergency physician, I’ve been taught by generalists, other specialists, non-EM residency trained/EM boarded faculty and EM residency trained/EM boarded faculty. These mentors, teachers, and colleagues are of varying genders, ethnicities, religious beliefs, and as diverse in interests as imaginable. I’ve learned valuable medical and life lessons from them all.

I’ve worked in multiple practice settings from a rural community hospital, with its 16 bed ED to an inner- city tertiary referral hospital with an annual ED census soaring past 100,000 patients. I’ve also worked at suburban hospitals that many assumed were “nice little places to practice” where my partners and I each routinely saw 4-5 patients/hour throughout shifts, many with patient acuities requiring invasive airway management, central lines and trauma/STEMI/stroke/sepsis teams all comprised of one emergency physician, two nurses (if we were lucky), and a respiratory therapist. For the past several years, I’ve been fortunate to share the benefits of these experiences, teaching fellows, residents, and medical students in an EM residency program, while still learning emergency medicine advances daily, and conducting research in a medically underserved state.

Also, as an emergency physician, I’ve built upon my love for pre-hospital care discovered as a paramedic in university and medical school. I’ve served in EMS for 31 years, 23 of those as a medical oversight physician, currently the clinical leader for over 4,000 credentialled professionals in the metropolitan Oklahoma City and Tulsa areas. I also find professional fulfillment in serving in special events medical planning and on-site coverage, including many NASCAR and IndyCar events as well as law enforcement tactical missions.

Each of these roles – bedside clinician, teacher, researcher, EMS medical oversight leader, special mission clinician - has at its core being an emergency physician. Throughout it all, I have been active in advocacy and service in state and national ACEP.

If you identify yourself with any of the above, I can effectively help represent you. If you don’t, I’m sincerely willing to listen to you so I can better understand and inculcate your perspectives. If we differ in viewpoint, it is my opportunity to learn your understanding and beliefs about the issue. I will always have a deep respect for your beliefs and will want to understand how you formed them. Further, in representing the College, I will be faithful to representing members’ views, even when they differ from my own. Where consensus exists, I will represent it. Where disparate views are tangible, I will reflect that spectrum, both in internal communications and external advocacy. Do we have continual challenges? Yes. Can we find answers together? Yes. Between our dates of birth and death, we have a dash, figurative and literal. Emergency physicians make positive differences with our dashes. Part of my positive difference is a sincere desire to represent and serve you as a member of the ACEP Board of Directors.

JEFFREY M. GOODLOE, MD, FACEP For ACEP Board of Directors

Accountable service

Consensus builder

Enthusiastic commitment

Proven leadership

Council Steering Committee Member

Council Reference Committee Chair

EMS Committee Chair

State Chapter President & Councillor

Past EMRA President & Councillor

Proudly endorsed by:


1145 S. Utica Ave, Suite 600 | Tulsa, OK 74104 |918-704-3164 (Cell)

[email protected]

2019 COUNCIL OFFICER CANDIDATE WRITTEN QUESTIONS


Question #1: Should the evaluation of a potential Board candidate include their suitability to serve as a future ACEP president? The short answer to this question is that all board candidates should absolutely be suitable to run for president. That is, there are certain minimum criteria that any candidate for board or president should fulfill. These include Fellowship status, ABEM certification, proven leadership qualities and service to the college. But not every board candidate is going to possess the traits that are required to be president. The president must be the public spokesperson and advocate for ACEP and our profession, be available to travel with little notice and have the ability to maintain a rigorous and demanding schedule. Not all have this sort of professional or personal flexibility. Obviously, all of the presidential candidates must have served on the board but not every board member runs for president. Certainly one can be an outstanding contributor to the board but not possess the qualities that make a great president. Being good at one job doesn’t necessarily mean that one will have what it takes to do another. The president must be able to inspire, motivate, mentor and direct. The qualities needed to roll up ones sleeves and do the heavy lifting that is done by the board are not necessarily the same ones that translate to those required of a president. The talents of our board members are diverse and impressive, each excelling in different areas and contributing in their own way. However, not every board member aspires to be president. I am sure there are board candidates that run for board intent on eventually becoming president. Others may view a seat on the board of directors as their final goal, with no ambition to run for president. By the time a board member considers a run for the presidency they are usually in their second term and have successfully weathered two elections and most certainly evolved as a person and a leader. As we are all well aware, things often change in our lives. What once seemed untenable and out of reach, becomes an exciting challenge worthy of pursuit. It is conceivable to me that one may start out not feeling suitable for the presidency and then over the next four or five years grow into the role, working on weaknesses, identifying new strengths, and finding one’s voice. As Vince Lombardi said, “Leaders are made, they are not born.” On the surface this seems to be a simple question with a straightforward answer. But really it’s much more complicated. Suitability is different from intent or desire and does not necessarily consider appropriateness. While the quick answer to this question is “Yes, all board candidates should have checked off the boxes that would be required of a presidential candidate.” In reality the answer is “Well, not so fast, maybe the answer is no, not necessarily.” Much more goes into consideration for a position than just fulfilling certain requirements. There are many qualities that we want our president to possess that aren’t necessary to be a successful and productive board member. I believe our board would suffer and lose a great deal of talent if we eliminated any potential candidates who were not, at least initially, “presidential.” In any given year there are always several board members who prefer to keep a lower profile and work “behind the scenes.” This does not in any way detract from their significant contributions or hard work. Preferring to avoid the limelight does not negatively impact one’s ability to perform as a board member but may not serve well for a president.

Question #2: Given the diverse viewpoints of ACEP members, how will you ensure that all voices within emergency medicine can be represented? The ACEP community has evolved considerably since I first joined as a resident. There has been a significant increase in the number of women, younger members, people of color and different ethnicities participating in Council and attending Scientific Assembly. As we grow in numbers, strength, and diversity it is vital that we continue to address and respect the concerns of all members. I believe that in order to stay relevant, it is imperative that ACEP continually and actively reach out to members to ensure their voices are being heard and their needs are being met. The many benefits offered by ACEP, both tangible and intangible, need to be delineated clearly and promoted enthusiastically. Connecting with members and listening to their concerns and issues should be a priority for leadership. In my years of active engagement with ACEP I have noticed a common hallmark of strong leaders is their ability to listen to and connect with others. Specifically, there are two kinds of listening that strong leaders display. One of those communication skills is “active listening,” a cornerstone of emotional intelligence, and includes being mindful of body language, facial expression and mood. The other, “listening with empathy”, encourages us to connect with a person’s feelings and thoughts. These are some of the most challenging skills to develop. I’ve observed many past and present ACEP leaders and have always been impressed by their laser-sharp focus and deep concentration while conversing with others.

to be delineated clearly and promoted enthusiastically. Connecting with members and listening to their concerns and issues should be a priority for leadership. In my years of active engagement with ACEP I have noticed a common hallmark of strong leaders is their ability to listen to and connect with others. Specifically, there are two kinds of listening that strong leaders display. One of those communication skills is “active listening,” a cornerstone of emotional intelligence, and includes being mindful of body language, facial expression and mood. The other, “listening with empathy”, encourages us to connect with a person’s feelings and thoughts. These are some of the most challenging skills to develop. I’ve observed many past and present ACEP leaders and have always been impressed by their laser-sharp focus and deep concentration while conversing with others. The importance of reaching out to new and potential members cannot be over emphasized, as it is essential to the growth and mission of ACEP. In my tenure as president of NJ ACEP, (2014-2015), I made it one of my priorities to increase membership. I enlisted board members from different types of practices, recent grads, and residents, to join me in visiting every medical school and residency program in the state. We introduced EMRA and ACEP to these future EM physicians, and fielded their many questions. These sessions were extremely successful, well attended, and greatly appreciated. Recently, I have spearheaded the creation of several successful events designed to welcome new members and encourage their participation. These included a networking seminar and “Women in EM” dinner programs. As a result of these endeavors we have increased our membership by over 24% and significantly diversified the make-up of our board of directors. We now have representatives of many different ethnicities and backgrounds attending our meetings, running for board and participating in Council. In addition, I am proud to say; over half of our board is female, which is a significant change from a decade ago, when I was often the only woman at the table. Diversity and equitable representation make for a stronger, more vibrant ACEP and enhance our ability to respond to the many challenges we face today. We have made a deliberate effort, in NJ, to engage new members, reframing our board of directors meetings and medical directors dinner as “membership” events. Those who attend meetings find a welcoming group. We value the opinions of medical students and residents as much as those of our veteran members. Our leaders make a point of individually engaging newcomers in conversation and ensuring they feel welcomed and valued. At the end of a recent event a young woman about to begin her EM residency came over to me and said she had been quite nervous about attending, as she knew virtually no one. But, she went on to say, she had a wonderful evening, met many people, found everyone to be warm, friendly and inclusive. She was thrilled she had decided to attend, expressed gratitude for the invitation and enthusiasm for future events. In order to attract attendance and encourage higher participation from those who are under-represented, conferences and meetings should feature speakers from diverse backgrounds. Panels and events that address the specific needs or challenges facing physicians of marginalized identities must also be included in the agenda. The creation of a welcoming, safe, and inclusive atmosphere with leaders that actively listen to a range of opinions and concerns without interruption or judgment will ensure that no one feels intimidated about expressing their view and that all know their opinions and experiences will be respected. Taking care to keep verbiage, attitudes, and media neutral will demonstrate that ACEP is sincere in its endeavor to represent all members. Most importantly, by creating clear, open channels for feedback and demonstrating a commitment to integrating these insights, ACEP will ensure it remains responsive to the needs of all members. Question #3: What do you believe is the single most divisive issue in ACEP at this time and how would you address it? While there are many issues confronting us that are controversial and divisive, there are few that rival the topic of gun control in its ability to create contention and instigate dispute, as evidenced by two articles published in the May 2019 issue of ACEP Now. The front- page article by Dr. Megan Ranney emphasized that, as professionals, firearm injury affects us all, outlining actions already undertaken by ACEP, including education and advocacy efforts to improve public safety. Several pages later, Dr. Marco Coppola’s response suggested that the firearm issue is “less about patient safety than about furthering a political agenda.” He writes that ACEP “runs the risk of alienating a good number of members “ and “should stay out of divisive issues”.

A 2018 NBC/Wall Street Journal poll found that 80% of registered voters believed the country was divided. So it would come as no surprise that ACEP members are also divided on many issues. As Emergency Medicine physicians our obligation is to safeguard and protect our patients and our communities. Patient welfare must always be our top priority even though this may require putting aside partisan leanings and influences. In a 2018 WSJ op-ed, James A. Baker III said, “we have become an evenly divided red-state, blue-state nation more intent on waging political battles than finding ways to advance the common good.“ One need simply recall the straw polls taken at Council preceding the last few presidential elections and note that we, in ACEP, were split virtually down the middle. Despite this, we seem to be able to put aside our differences and focus on doing the right thing for public health and safety. If we approach any rift with an “us” vs. “them” attitude, it is unlikely progress will be made. Reframing the gun control discussion as one aimed at reducing injury and death by addressing firearm safety and gun violence without infringing upon the right to own and use firearms will encourage bipartisan conversation and meaningful compromise. Fortunately there is history of reaching common ground that can be used as a template for further progress. A 2018 ACEP member survey found that almost 70% of respondents supported the current ACEP policy on firearm safety and prevention with an additional 21% supporting some of the policy. There will always be issues that we disagree on, but with identification of common ground, calm discussion, mutual respect, education, and sincere effort to understand each other’s perspectives we can work together to effect constructive change. Much can be gained by creating a safe, non-judgmental environment to express opinions, focusing on big-picture, long-term goals by making small mutually agreeable compromises. Rather than a “winner take all” mentality there must be recognition that we are all on the same team working towards a mutual goal. ACEP must work with all concerned to develop a consensus approach incorporating the many different viewpoints in an effort to move forward toward meaningful progress.



Contact Information

122 Renaissance Drive Cherry Hill, NJ 08003 Phone: Mobile (609) 313-5889 Home (856) 489-0113 E-Mail: [email protected]


6/2013 to Present Assistant Professor Of Emergency Medicine Cooper Medical School of Rowan University 7/2012 to 6/2013 Adjunct Assistant Professor of Emergency Medicine UMDNJ/Robert Wood Johnson Medical School 4/1994 to 6/2012 Assistant Professor of Emergency Medicine UMDNJ/Robert Wood Johnson Medical School Education (include internships and residency information)

1977 to 1981 Brandeis University, Waltham, MA, (B.A. cum laude) 1981 to 1985 New Jersey Medical School University of Medicine and Dentistry, Newark, NJ MD 1985 1985 to 1986 Internship in Internal Medicine, Montefiore Hospital, Bronx, NY 1986 to 1988 Residency in Internal Medicine, Montefiore Hospital, Bronx, NY 1988 to 1991 Residency in Emergency Medicine, Jacobi Hospital/Bronx Municipal Hospital Center, Albert Einstein College of Medicine, Bronx, NY Specialty Board Certifications(e.g., ABEM, AOBEM, AAP, etc.)

1989 to Present American Board of Internal Medicine 2012 to Present American Board of Emergency Medicine


1989 to Present ACEP 1989 to Present NJ ACEP


6/1989 – Present Member, American College of Emergency Physicians 1998 – Present Member, American College of Emergency Physicians, Well-being Committee 2007 – 2009 Alternate Councilor, American College of Emergency Physicians 2009 – 2011 Wellness Committee Chair, American College of Emergency Physicians 2010-2015, Councilor, American College of Emergency Physicians 2017 & 2018

2011 – 2012 Committee Co-Chair, ACEP Wellness Committee 2012 – 2015 Member, American College of Emergency Physicians Membership Committee 2013 – 2015 Member, American College of Emergency Physicians Council, Steering Committee 2014 – 2015 Member, American College of Emergency Physicians Candidate Forum Subcommittee 2017 – 2018 Member, American College of Emergency Physicians Nominations Committee 2017 – 2019 Member, American College of Emergency Physicians National/Chapter Relations Committee 2013 – Present Subcommittee Chair American College of Emergency Physicians Wellness Booth/Center

ACEP Chapter Activities – List your most significant accomplishments 2010 – 2015 New Jersey Chapter of the American College of Emergency Physicians Board of Directors 2011 - 2012 Secretary Treasurer, New Jersey Chapter of the American College of Emergency Physicians 2012 – 2013 New Jersey Chapter of the American College of Emergency Physician’s representative to “Kitchen Cabinet” with New Jersey Assemblyman Gary Schaer 2012 – 2013 President Elect, New Jersey Chapter of the American College of Emergency Physicians 2013 – 2014 President, New Jersey Chapter of the American College of Emergency Physicians

2014 – 2015 Immediate Past President, New Jersey Chapter of the American College of Emergency Physicians 2019 – Present Member, Board of Directors of the New Jersey Chapter of the American College of Emergency Physicians

Practice Profile

Total hours devoted to emergency medicine practice per year: 1300+ Total Hours/Year

Individual % breakdown the following areas of practice. Total = 100%. Direct Patient Care 85 % Research % Teaching 10 % Administration 5 % Other: %


Hospital employee

Expert Witness Experience If you have served as a paid expert witness in a medical liability or malpractice case in the last ten years, provide the approximate number of plaintiff and defense cases in which you have provided expert witness testimony.

Defense Expert Cases Plaintiff Expert Cases




Employer: Cooper University Hospital

Address: 1 Cooper Plaza, Camden, NJ 08103

Position Held: Assistant professor of Emergency Medicine, Clinical Educator

Type of Organization: University Hospital

2. Board of Directors Positions Held – List all organizations and addresses for which you have served as a board

member – including ACEP chapter Board of Directors. Include type of organization and duration of term on the board.

Organization: NJ ACEP

Address: PO Box #266

272 Dunns Mill Road, Bordentown, NJ 08505

Type of Organization: Professional Society

Duration on the Board: 2010-2015, 2019 to present

I hereby state that I or members of my immediate family have the following affiliations and/or interests that might possibly contribute to a conflict of interest. Full disclosure of doubtful situations is provided to permit an impartial and objective determination.

NONE

If YES, Please Describe:

3. Describe any outside relationships that you hold with regard to any person or entity from which ACEP obtains

goods and services, or which provides services that compete with ACEP where such relationship involves: a) holding a position of responsibility; b) a an equity interest (other than a less than 1% interest in a publicly traded company); or c) any gifts, favors, gratuities, lodging, dining, or entertainment valued at more than $100.

NONE


4. Describe any financial interests or positions of responsibility in entities providing goods or services in support of

the practice of emergency medicine (e.g., physician practice management company, billing company, physician placement company, book publisher, medical supply company, malpractice insurance company), other than owning less than a 1% interest in a publicly traded company.

NONE


Candidate Disclosure Statement Page 2 5. Describe any other interest that may create a conflict with the fiduciary duty to the membership of ACEP or that

may create the appearance of a conflict of interest.

NONE




NO


I certify that the above is true and accurate to the best of my knowledge: Rachelle Greenman June 5, 2019

August 15, 2019

Dear Councillor:

The New Jersey Chapter of the American College of Emergency Physicians (NJ-ACEP) and Wellness Section of ACEP would like to provide our wholehearted support of Rachelle “Shelley” Greenman, MD, FACEP for the national ACEP Board of Directors. It is without reservation and with considerable enthusiasm that we endorse Shelley’s candidacy because we know that her presence on the Board will immensely benefit our college for years to come.

Shelley’s career spans 30+ years ranging from bedside ED physician to an Assistant Professor of Emergency Medicine. But that isn’t what sets her apart from the others. What makes her unique is her ability to make others feel a sense of worth in the emergency medicine world. When Shelley began her first NJ-ACEP Board term in 2010 there were only two other women at the table - out of nineteen Board of Directors. From day one, Shelley made it her mission to encourage women to attend the quarterly Board meetings, and eventually run for Board seats. There are currently eleven women at the table. Shelley has demonstrated her strength as a spiritual leader by encouraging diversity, inclusiveness, and wellness.

Shelley is an effective communicator at both the state and national levels. She represented NJ-ACEP at several legislative hearings in Trenton, addressing the flu pandemic and access to healthcare for women. She also represented the Chapter on several telephone and on-camera interviews during the 2014 release of the National Report Card.

She served as President of NJ-ACEP from 2014-2015 and made it her mission to encourage medical student participation within the Chapter. Following her tenure as Past President she continued to attend each Chapter Board meeting and volunteered as the Membership Chair. She created the medical student outreach program, visiting each medical school where she created an open dialogue outlining the value of ACEP. Since the start of the program, the candidate membership has grown from 277 members to 433 members. This growth is a direct result of her efforts. In 2018, she created the Medical Student Leadership Fund which provides scholarships for medical students to attend the ACEP Leadership and Advocacy Conference and ACEP Fall Conference.

She has been an ACEP member since 1988 and has embraced service to ACEP with passion and determination over the last two decades. She has served on multiple ACEP committees including Membership, Steering, Nominations, National Chapter Relations, and Well-Being of which she chaired from 2009-2011 and co-chaired from 2011-2012. Through these committees she has helped guide not only ACEP’s positions on important matters but also many members with similar interests. Her strongest qualities are her highly collaborative management style, sincere desire to champion for physician wellness, and her profound enthusiasm for our specialty. Dr. Greenman was honored with the American College of Emergency Physicians “Wellness Award” in 2003, and since 2013, has been serving as the subcommittee Chair for the American College of Emergency Physicians Wellness Center, while being a long-standing member of ACEP’s Wellness Section. Shelley has a sophisticated, broad based and profound understanding of the complex nature of our specialty and its relationship to all of medicine. It also must be noted that she can plan one heck of a party, taking the lead with reception planning since 2014 when she served as President. The NJ-ACEP reputation for a great event has only grown with her guidance! We welcome the opportunity to talk with you at any time to discuss our enthusiastic support of Dr. Shelley Greenman to serve on the ACEP Board of Directors. We are proud to stand behind her as she aims to advance emergency medicine through our valuable organization. Sincerely,

Thomas Brabson Randall Levin Thomas Brabson, DO, MBA, FACOEP, FACEP Randall M. Levin, MD, FACEP - Life President, New Jersey Chapter Chair, ACEP Wellness Section

SHELLEY GREENMAN

MD, FACEP

Candidate for Board of

Directors, 2019

Board Certified EM/IM

PROVEN LEADERSHIPPast President of NJ ACEP Past Chair of Wellbeing Committee Steering Committee Membership Committee Councillor Nominating Committee National Chapter Relations Committee

Now, when we need it most:

Membership1. Increased membership in NJ ACEP by over 25% 2. Doubled candidate membership 3. Increased participation and membership of

students, residents and young physicians

Wellness1. Chaired Wellbeing Committee 2009-2011 2. Co-chaired Wellbeing Committee 20011-2012 3. Wellness Booth/Center Sub-Committee Chair

2013-Present

Impact

“ Shelley is an effective communicator at both the state and national levels. She has a sophisticated, broad based and profound understanding of the complex nature of our specialty and its relationship to all of medicine.

But that isn’t what sets her apart from the others.

What makes her unique is her ability to make others feel a sense of worth in the emergency medicine world. Her strongest qualities are her highly collaborative management style, a desire and willingness to improve physician wellness, and a passion for our specialty.

- NJ ACEP/WELLNESS SECTION”


Gabor D. Kelen, MD, FACEP

Question #1: Should the evaluation of a potential Board candidate include their suitability to serve as a future ACEP president? No.

The Board exists as a learned experienced body, hopefully representing the entire broad constituency and each member bringing diversity of experience and skill. Not all BODs aspire to be president, nor are all presidential material. There has never been a shortage of qualified presidential candidates identified by the nominating committee. The Council always has the right to nominate from the floor as well. The BODs are there to serve, and not to launch a presidential run.

Question #2: Given the diverse viewpoints of ACEP members, how will you ensure that all voices within emergency medicine can be represented? ACEP represents the largest group of emergency physicians, thus, diverse perspectives are not only inevitable but highly welcomed. Unpopular views today, may be the prevailing views of tomorrow. Given the question above it should be clear that an individual member of the ACEP Board of Directors (BOD) does not have powers to ensure anything other than their own conduct. However, individual BOD members can champion, promote and otherwise advocate for what they believe is in the best interests of ACEP members. There are several means to encourage that diverse viewpoints be aired. The first of course is actually more up to the Council than any elected officer of ACEP. Ideally, the individuals elected by ACEP Council to the BOD would represent the broad constituency of EM, including those that question the status quo.

From a personal responsibility perspective, a BOD member should read blogs and social media postings of members to have access to views that may not arise from Council, State and other chapters. Other media (ACEP news, scientific and quasi-scientific publications, education blogs, tweets etc.) also inform. It would be important to be knowledgeable about diverse views. BOD members should appropriately consider all rationally voiced perspectives during BOD deliberations, regardless of personal views or positions. Understanding alternate perspectives is likely to strengthen ACEP positions. At the least, airing of all views offers assurance other perspectives were considered, with an explanation of why such views did not prevail. As in all aspects of professional life, rational members whose views do not prevail, will respect decisions if they believe their views were appropriately considered and respected.

Although the two-day annual Council meeting certainly requires considerable time to get through the agenda, however, debate is frequently prematurely cut-off when a large majority does not want to hear from an unpopular minority view with little hope of persuasion. While within the rules of order, we have seen unpopular views cut by debate closure, become acceptable ACEP mainstream perspectives within a decade. I would work to expand the ability to better voice minority views on the Council floor, while mindful of time. We don’t come to Council once a year to rush through an agenda as fast as possible, but rather for meaningful deliberation—even for issues where the outcome is all but assured.

Finally, we should also remember there remain large numbers of emergency physicians who are not members that continue to feel estranged from ACEP. If ACEP is to truly aspire to represent interests of all of emergency physicians and the discipline, we would do well to listen beyond our membership as well. My representation on the board can be very helpful in this regard, as I have access, trust, and can reach out to virtually all EM societies and groups through affiliations cultivated over the years.

Question #3: What do you believe is the single most divisive issue in ACEP at this time and how would you address it? I don’t much like focusing on issues that divide us and would rather spend the energy on promoting factors that unite us and keep us as a cohesive body to further the field of emergency medicine for the betterment of patients, physicians and our allied staff.

That said, there is an issue, perhaps so permeating, that most do not recognize that it is an issue at all--or that it is divisive.

Emergency Medicine no longer has a unifying defining purpose. There is a multiplicity of purposes, each organization coveting and protective of its uniqueness or niche. There are over 225 EM residencies, and over 75% of universities have established autonomous academic departments. Today EM personalities can dominate an institution. EM has been a primary specialty now for more than 30 years. EM physicians are health system CEOs, state and

board of directors nominees… · emergency medicine is best performed by a boarded (or board...

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